Given the end of the year, economy and all the buzz about a blended workforce, I ask contingent workforce managers to measure what they have accomplished in 2012 and how their programs have contributed to their companies. I start out similarly each year. As the year winds down, I look back on that list and take stock — How did I do? Did I impact the business? Were my goals in line with company objectives? Should I revise or include the same goals in my goals for next year? — and decide whether some of those goals should be carried forward into the next year.

Before you choose a couple of goals for 2013 and challenge your CW team to get them accomplished. I suggest a few themes. These areas have been gaining traction in the later part of 2012, and you might work them into your contingent workforce program goals for the next year.

Program Adoption. There are a number of ways program adoption can be measured. You may target a department that has not been your biggest fan and give them an overwhelming reason to use the program. Work with them. The program’s ease of use and numerous benefits should win them over. At the end of the year, you can count added spend under management or active contractors by department in comparison to the previous year to gauge your achievement and set goals by quarter to keep your team focused throughout the year. Then use those results to set targets for the next year. Year over year you are increasing adoption and hopefully gaining more fans along the way.

Statement of Work (SOW). Start out by defining what constitutes an SOW that should fall under your program and build a business case to gain buy-in. SOW spend is a multi-faceted topic requiring a multi-faceted approach including everything from the engagement process, supplier vetting, contracts and management funding, all of which are very different from typical contingent spend under management. If this is a goal for you in 2013, consider dissecting the overall plan and capitalize on each achievement along the way.

Attracting New Talent. There are so many new options for reaching out to talent that were not available to us even five years ago. Social media and the cloud are changing the way we look at acquiring talent. A worthwhile goal would be to add one to three new channels for acquiring talent and distributing your work. The latest trend is online staffing, which connect companies with remote workers, eliminating the need for in-person interviews and time-consuming on/offboarding requirements. Take a look at some of the reports that SIA’s Andrew Karpie has written and consider how some of these companies might help transform your program. This approach isn’t the best option for all projects, but certainly can apply to others.

Going Global. If you are one of the many who jumped on the global bandwagon this year, now is a good time to see if the program needs customization. Do not cut and paste your U.S. program worldwide. The program needs to meet the requirements of each geographic market. In addition, pay special attention to the regulatory needs of the region. Start by checking in with your CW colleagues who run the regional program in different parts of the globe.

Supplier Management. It’s common to look at the metrics when evaluating suppliers and then making some tough decisions. Don’t trim suppliers based on metrics alone. Talk to hiring managers. Survey them and then evaluate how they perform in the overall program rather than just looking at time to fill or percentage of submittals. Your suppliers may not be on top this year but if your hiring manager likes them, then make the effort to work with them and improve performance for the following year.

These goals are not necessarily new, but are worth considering. It's also important to consider how you measure your success. What impact on the business will you make in 2013 that will give you a real sense of accomplishment? CW managers are usually in a reactive mode and don’t take the time to jot down their goals. But the results could surprise you. So take the time, write it down and make it happen.

CWS 3.0

CWS 3.0

Staffing Industry Analysts is the global advisor on contingent work. Known for its independent and objective insights, the company's proprietary research, award-winning content, data, support tools, publications, and executive conferences provide a competitive edge to decision-makers who supply and buy temporary staffing.